The business strategy/corporate social responsibility “mash‐up”

Abstract

PurposeThe purpose of this paper is to explore the “mash‐up” of business strategy and corporate social responsibility (CSR). In popular music, a mash‐up is a file of digitally combined musical sources. Song A is played simultaneously with Song B, and in various other combinations. There are often elements of dissonance, and even cacophony, to the form – but the sum of the parts often surpasses the originals. CSR is a management innovation like the idea of business strategy itself. Each is also a metaphor representing alternative visions and approaches to corporate value creation. Business strategists are talking, writing, and meeting about CSR, and CSR is increasingly intersecting, integrating, converging, with business strategy. The trend is described within as a “mash‐up”. But what is the significance of this trend? How serious should companies be about it? Is CSR going to become a part of standard business theory and practice? How long will it take? What should organizations do to respond and participate?Design/methodology/approachThis paper examines two propositions. First, that CSR is more than a set of ideas and processes; it is a metaphor for a different approach to business. Second, CSR is a management innovation like strategic planning itself. The paper concludes that the impact the two ideas will have on each other and society is fundamentally unpredictable, but it is likely that eventually the current CSR mania will subside and disillusionment will set in.FindingsCSR is a highly significant trend, and well‐managed companies are already taking it very seriously. CSR may become a part of standard business theory and practice, but not without evolving through adoption patterns that will necessarily involve some disillusionment. Leaders will guide their company through this period by focusing on how to make CSR “real” for their organization by embracing the business strategy/CSR mash‐up and driving growth and innovation within the new parameters.Originality/valueFamiliarizes business strategists with CSR and CSR practitioners with points of connection and overlap with business strategy.

Fostering Responsible Communities: A Community Social Marketing Approach to Sustainable Living

“…The Diffusion of Innovation literature covers a range of topics: stages of innovation diffusion, diffusion networks, adopter categories, rate of innovation diffusion (Cavusgil, 2007), and more recently the role of catalytic individuals (Fell et al, 2009). Diffusion theory draws on a range of disciplines, and the literature features numerous examples of diffusion, including hybrid corn (Ryan and Gross, 1950); information technology (Simpson, 2005), and CSR (McManus, 2008). Rogers (2003) developed the model of technology adoption that divides adopters into categories -innovators, early adopters, early majority, and laggards -and according to this author word of mouth is the primary driver of innovation diffusion, which takes place within particular social groups and social systems.…”

Corporate Social Innovation in Comparison with Corporate Social Responsibility: Integration, Development or Replacement?

“…As for the link that exists between CSI and CSR, it is first of all to be stressed that CSI may be considered a development of CSR, in that it confirms the overcoming of the traditional CSR approach of philanthropy, or a "logic of giving" (Cescau, 2007;Franz, 2010;McManus, 2008;Mulgan et al, 2007;Schorr, 2009). Moreover, while CSR is a concept in which firms are taking responsibility for their impact on society, CSI extends these one-sided actions to include both-side actions, since it can be understood as co-creation of value for business and society together with the emergence of new opportunities for cross-fertilization between commercial and social efforts (Groot and Dankbaar, 2014;Drucker, 2014).…”

The rationale for responsible supply chain management and stakeholder engagement

“…Other authors have investigated the impact of institutional factors on the adoption of socially responsible supply chain practices (Park-Poaps and Rees, 2010), Recent studies suggest that responsible supply chain management should be related with the firm"s strategy as it leads to significant outcomes, including; improved relationships with stakeholders as well as reputational benefits (Yawar and Seuring, 2015;Monczka, Handfield, Giunipero and Patterson, 2015;Hoejmose et al, 2013;Carter and Rogers, 2008;Seuring and Müller, 2008;Sirsly and Lamertz, 2008;McElhaney, 2009;McManus, 2008),…”

“…A growing body of literature has noted the relationship between supply chain practices and business strategy (McManus, 2008;Cousins, 2005;Fombrun and Shanley, 1990), Those firms that implement and develop responsible supply chain practices are clearly pursuing differentiation strategies (McWilliams and Siegel, 2001), Therefore, "the supply chain function cannot be viewed in isolation from the firm and its competitive advantage" (Knudsen, 2003, p. 720;Watts et al, 1995), This suggests that the organisational goals could guide the supply chain practices (Power, 2005), and that the two variables must be coordinated (Tamas, 2000), Narasimhan and Carter (1998) argued that the supply chain strategy must support product and market characteristics, for firms to achieve a competitive advantage. They held that those firms, who adopted a differentiation / customisation strategy were choosing those suppliers who were characterised for their product innovation, technological leadership, total quality management and internal organisational integration.…”